Leading locally
Competent
The Council has a strong operating culture, ably led by a highly-regarded Mayor and a capable Chief Executive. Positive relationships exist between councillors, management and staff.
The Mayor, councillors, Chief Executive and the senior leadership group have a strong sense of purpose, underpinned by a positive culture of doing the right thing through mutually-respected relationships.
Investing money well
Better than competent
The Council has sound financial management practices, a clear and balanced financial strategy, and long-term debt is being managed prudently. As a consequence, rates increases have been set at levels that are affordable for the community.
The Council’s financial position is strong, with sufficient income to meet the community’s needs.
The strong focus on rates control and prudent expenditure on basic infrastructure renewal has been appropriate. However, a major capital project (a new Council administration centre) is expected to both place additional demands on, and bring new opportunities to the district.
Delivering what’s important
Competent
The Council’s delivery of core infrastructure services is sound. Recent developments including innovative stormwater management systems and condition-based maintenance programmes have resulted in significant cost savings.
The Council subscribes to, and applies internationally recognised standards to ensure core infrastructure and associated services are managed effectively. Service delivery is fit for purpose, with ‘free’ capacity to meet periods of high demand.
The significance of Lake Taupō (the Lake) to the Council, stakeholders, ratepayers and the region economically, environmentally and socially is an important consideration for all.
Listening and responding
Better than competent
The Council’s Mayor and councillors, Chief Executive and staff all have a strong commitment to effective communication and high levels of engagement with community stakeholder groups including the business community, Māori/Iwi, government agencies and local community associations.
Council engagement with its community is strong and effective; multifaceted and respected interactions include considerable informal engagement.
Despite high levels of engagement, staff are very aware that the Council currently lacks a cohesive overarching vision, and that a single vision and strategy is crucial if a coherent communications strategy and associated messaging is to emerge.